The “right” way to measure PR

Tuesday I had a conversation with a person I consider a Media Relations Master. She shared a perspective about PR measurement that would be considered heretical on the PR conference circuit and among academics.

She leads global communications for a high-flying public company, having moved over from a similar job within the last year. We were talking about the different metrics you can choose from and what measurement gurus advocate. She said, “None of that really matters – what I’ve always found is that it totally varies according to whatever the CEO thinks is most important.”

Yes, she acknowledged that we have the ultimate responsibility to educate our executives and clients about the “right” way to measure and report our results. But in practice, she – and the other successful PR leaders I’ve observed – first figure out what the boss really wants, and make darn sure to deliver THAT, whatever the PR trade pubs say is the “best” way to measure.

She had one situation where the boss loved broadcast clips and seemed indifferent to web-only placements (even though it was a “.com” company). Not to mention all the issues management and crisis prevention she did behind the scenes. So she got creative and figured out a program that consistently delivered a high volume of TV placements. And then, eventually, rounded out her plan to cover all the other bases she knew were important.

Long ago I worked for an executive who (most likely unconsciously) placed an inordinate amount of importance on a specialty weekly paper he received on his doorstep every Saturday. Rather than try to convince him of how inconsequential it was, I just decided to dominate it with positive coverage. And then one day he rushed around the corner from his office, holding aloft a two-page spread I landed, and urgently asked my boss: “What do you need to get more like this?” Thinking fast, my boss went big and said, “Another FTE.” (That means funding for another full-time position.) And with that, my team doubled in size :).

Think how much more of the “right” stuff we were able to accomplish with those additional resources, once we proved to him that we understood what HE valued.

The rule I’ve always followed, that has ultimately led to the most independence, is: No matter what your job description says, your primary responsibility is whatever your boss or client thinks it is.

Nail that (and if you’re reading this post, it’s probably increasing media coverage), and you eventually get the autonomy and resources to build your program the way YOU want to.